Oxfam petionville shelter & nfi proposal

Team Members: Dipti Joseph, Kyle Taylor, Nancy Tran

EMERGENCY SHELTER AND NFI PROVISION TO EARTHQUAKE AFFECTED

REGIONS IN HAITI THROUGH OXFAM

PETIONVILLE, HAITI

PROPOSAL

DATE

January 17, 2010

Submitted to:

CIDA/IHA

Submitted by:

OXFAM QUEBEC

Contacts:

Montreal, Canada

Jacques Corbeau, Country Director

Maria Vasquez, Team Leader - Central America & Caribbean

Emergency Relief and Disaster Mitigation

International & Canadian Programs

Telephone: 011- 514-937-9452 Ext #: 3253/3671

Facsimile: 011-514-937-1614

[email protected]

[email protected]

Emergency Shelter and NFI Provision to Earthquake-Affected Regions in Haiti

Oxfam Quebec

January 17, 2010 Page 1

TABLE OF CONTENTS

LIST OF ABBREVIATIONS/ACRONYMS ................................................................................. 2 MAP OF COUNTRY ..................................................................................................................... 3 1. PROJECT PROPOSAL SUMMARY SHEET ........................................................................ 4 2. PROJECT OVERVIEW ........................................................................................................... 5

2.1. Background .................................................................................................................... 5 2.2. Project Rationale ............................................................................................................ 5 2.3. Oxfam Capacity .............................................................................................................. 6

3. PROJECT DESCRIPTION ...................................................................................................... 6 3.1. Purpose and Expected Results........................................................................................ 6 3.1.1. Purpose ........................................................................................................................ 6 3.1.2. Expected Results ......................................................................................................... 6 3.2. Beneficiaries ................................................................................................................... 7 3.3. Planned Activities .......................................................................................................... 7 3.3.1. Activity 1000 – Provision of Emergency Shelters ...................................................... 7 3.3.2. Activity 2000 - Provision of Non-Food Items ............................................................ 9 3.4. Assumptions and Risk Mitigation Strategy .................................................................. 10 3.4.1. Security Management Strategy ................................................................................. 11 3.5. Project Management ..................................................................................................... 12 3.6. Public Engagement and Benefits to Canada ................................................................. 12

4. CROSS-CUTTING THEMES AND PRINCIPLES .............................................................. 12 4.1. Gender .......................................................................................................................... 12 4.2. Participation of Beneficiaries ....................................................................................... 13 4.3. Local Delivery Partnerships and Capacity Building .................................................... 13 4.4. Convergence and Coordination .................................................................................... 13 4.5. Sustainability ................................................................................................................ 14 4.6. Environment ................................................................................................................. 14

5. MONITORING AND REPORTING ..................................................................................... 15 5.1. Performance Measurement Plan ................................................................................... 15

6. FINANCIAL INFORMATION .............................................................................................. 16 6.1. Projected Expenditures ................................................................................................. 16 6.2. Sources of Income ........................................................................................................ 16

APPENDIX I – Performance Framework ..................................................................................... 16 APPENDIX II – Performance Measurement Plan ........................................................................ 17

BIBLIOGRAPHY ..........................................................................................................................18


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LIST OF ABBREVIATIONS/ACRONYMS

ADP Area Development Plan

CIDA Canadian International Development Agency

CEAA Canadian Environmental Assessment Act

CRC Canadian Red Cross

DDR Disaster Risk Reduction

ERDM Emergency Rehabilitation and Disaster Mitigation

FAO Food & Agriculture Organization

HH Households

ICRC International Committee of the Red Cross

IDPs Internally Displaced Persons

IFRC International Federation of Red Cross and Red Crescent Societies

IHA International Humanitarian Assistance

IHA Division International Humanitarian Assistance Division of CIDA

IHA Unit One of the three units within the IHA Division at CIDA

IHL International Humanitarian Law

INGO International Non-Governmental Organization

IRC International Refugee Council

NGO Non-Governmental Organization

OCHA Office for the Coordination of Humanitarian Affairs

PF Performance Framework

PLA Participatory Leaning and Action Methodology

PMP Performance Measurement Plan

RBM Results-Based Management

UN United Nations

UNHCR United Nations High Commission for Refugees

UNICEF United Nations International Children’s Emergency Fund

UNOCHA United Nations Office for the Coordination of Humanitarian Affairs

UNSECORD United Nations Security Coordinator

WBS Work Breakdown Structure

WFP World Food Program

WHO World Health Organization

WVI World Vision International


Oxfam Quebec


MAP OF COUNTRY


Oxfam Quebec


1. PROJECT PROPOSAL SUMMARY SHEET

Project Title Emergency Shelter and NFI Provision to Earthquake-Affected Regions in

Haiti

Type of Crisis Earthquake

Country and

Specific Location

Petionville, Haiti

Project Dates Date of submission January 17, 2010

Expected start-up January 27, 2010

Expected completion July 27, 2010

Agency Details Name Oxfam Quebec

Contact officer Jacques Corbeau

Telephone/fax/e-mail Tel: 011-514-937-9452 Ext #: 3253

Facsimile: 011-514-937-1614

Email: [email protected]

Budget ($CAD) Total budget $2,210,000 CAD

Funds from CIDA $2,000,000 CAD

Funds from Oxfam $210,000 CAD

Expected contribution to CIDA’s IHA program - list most relevant outcome(s)

Improved or maintained health

Improved physical security

Expected contribution to CIDA’s IHA program - list most relevant output(s)

Access to shelter and household items improved

Services to reduce physical risks

Number and description of expected male and female beneficiaries:

Total: 300,000

Male: 148,000

Female: 152,000

Narrative summary of the project and planned activities:

To provide emergency shelter and basic NFIs for survival to 10 IDP camps in Petionville, Haiti,

totalling 300,000 people. Oxfam plans to provide shelter kits (including tarpaulin, timber poles,

rope, shovel and tools, and shelter instructions) and NFI kits including mosquito nets and bedding to

address immediate needs relating to adequate shelter, personal security, and maintaining health with

particular attention to vulnerable populations including women and children. Oxfam will also be

procuring materials for shelter and NFI kits locally where possible and hiring locals as daily workers

for security, manual labour and transportation to build on local capacities. Perspectives and priorities

of beneficiaries will also be included throughout Oxfam’s response plan in the planning,

implementation and monitoring and evaluation phases.


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2. PROJECT OVERVIEW

2.1. Background

On January 12, 2010 a 7.0 magnitude earthquake struck near Port au Prince (PaP), affecting an

estimated 3,500,000 people. The quake has killed approximately 220,000 people and injured more than

300,000.

Due to poor construction standards and local soil conditions, many houses, schools and larger buildings

collapsed, leading to most of the injury and death. Over 188,000 houses have been badly damaged and

105,000 destroyed (293,383 in total), leaving 1.5 million people homeless and largely living in

unplanned camps. Many have also headed to other parts of Haiti to live with friends and family. Sixty

percent of government and administrative buildings, 80% of schools in Port-au-Prince and 60% of

schools in the South and West Departments were destroyed or damaged. All of this damage and

destruction has resulted in an estimated 19 million cubic metres of rubble and debris that must be

removed in order for reconstruction to take place.

The earthquake also significantly affected the capacity of the national and municipal governments, the

UN and NGOs. Approximately 25% of civil servants in Port-au-Prince died, including several cabinet

ministers and police officers. The UN headquarters was destroyed, resulting in the deaths of several

senior UN officials and other staff. Many NGO buildings were also destroyed or affected and many

Haitian and expatriate staff either died or lost family members in the disaster. All of this has

significantly impacted the ability of the government and humanitarian organizations to respond quickly.

2.2. Project Rationale

On January 15th, 2010, Oxfam was able to send an assessment team into one of the worst hit areas of

Port au Prince (PaP), one of the most densely populated areas in Haiti. They were able to get an

overview of the situation and started liaising with the UN, other NGOs and the Haitian government. It

is roughly estimated that 300,000 people (148,000 males and 152,000 females) are left homeless and

in urgent need of emergency temporary shelter and NFIs. In addition, many have been reported to be

living and sleeping on the streets in fear of aftershocks even if their homes are intact.1 Though some

people have been able to return home, they continue to need assistance with materials and shelter

packages in order to ensure that their return is sustainable.

Pre-earthquake, there were virtually no social safety nets and many living PaP and its surrounding

areas lived in slums or shanty towns.2 The recent earthquake has exacerbated the lack of housing

situation in PaP and further diminished living conditions for families that have been displaced.

However, the weather in Haiti is currently dry with average minimum/maximum temperatures of

23ºC/33ºC, which are favourable conditions for those currently living and sleeping on the streets or in

temporary shelters.

In coordination with Haitian authorities and other NGOs, it has been highlighted the need to build

CCCM elements into the Typical Emergency Shelter Cluster (ESC) format. It has also been

determined that population movements and displacement need to be better managed through the

1 United Nations. UNOCHA. Haiti Earthquake Flash Appeal. New York: 2010. Web.

2 Ibid.


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establishment of camps. Those families whose houses have been completely destroyed will be in need

of medium-term temporary shelter support while enhanced return or reconstruction solutions are

identified, or alternately, transitional or relocation support.3 Thus, procuring emergency shelter

supplies and essential non-food items for the set-up and maintenance of temporary settlement camps

is the current priority for the Shelter and NFI cluster post-earthquake in Haiti.

2.3. Oxfam Capacity

Oxfam is a large international NGO which has a strong track record in providing emergency shelters

and NFIs. Oxfam has been working in Haiti for the past 50 years, focusing on rural development

projects and responding to humanitarian emergencies as needed. Oxfam has a staff of 100 expats and

500 national staff in Haiti and has rapid response team that has been deployed to provide further

assistance. Oxfam has also been able to send in an assessment team to conduct an initial rapid needs

assessment of the worst hit areas of PaP. They have expat and national staff on their teams who are

able to communicate in French, the local language, and have existing relationships and contacts with

the local population. This enables Oxfam to reach as many affected populations and communities as

possible in Haiti quickly and efficiently.

3. PROJECT DESCRIPTION

3.1. Purpose and Expected Results

3.1.1. Purpose

Oxfam will provide emergency shelters and essential non-food items to ensure that up to 300,000

people (148,000 males and 152,000 females) in Petionville have protection from the elements, safety

and security, and access to essential services such as healthcare, WASH facilities, and cooking

facilities. Oxfam has charted out the expected age ranges for the beneficiaries allowing Oxfam to

provide the required supplies for the proper age groups for each household. The provision of

emergency shelters and non-food items will create improved access for Haitians who have had their

homes and possessions destroyed by the earthquake. With these set activities, Oxfam strives to meet

basic human needs of earthquake-affected communities in Haiti as their ultimate impact.

3.1.2. Expected Results

Improved Physical Security

Earthquake-affected families in Petionville, totalling 300,000 are in immediate need of access to

adequate shelter. Oxfam will improve physical security of these affected families with the provision

of shelter kits (consisting of tarpaulin, timber poles, rope, shovel and tools and shelter instructions)

for adequate protection from weather conditions as well as for providing private spaces to increase

their overall sense of physical security and safety.

Improved and Maintained Health

Oxfam plans to improve and maintain health for 300,000 people in Petionville by providing basic

NFIs including mosquito nets and bedding to reduce the spread of mosquito infected diseases (e.g.

3 Ibid.


Oxfam Quebec


malaria) and minimize vector risks.

3.2. Beneficiaries

The direct beneficiaries who will be reached out to by the program activities are a large subset of male

and female refugees, most of which are internally displaced persons including pregnant women,

women, men, children, youth, elderly persons and people with disabilities. These categories show

within a single household the representativeness of family members under 20 years old, active

household members between ages 20-59, and finally, elderly people over 59. The average household

size is 5-6 people based on the initial needs assessment. Woman-headed households and child-headed

households will be consulted and their needs prioritized. In addition, the indirect beneficiaries are the

host communities where the settlement camps are set up.

Beneficiaries targeted by Age and Gender segregated categories are as follows:

Age

< 20 150,000

20-59 135,000

> 59 15,000

Gender

Female 152,000

Male 148,000

3.3. Planned Activities

3.3.1. Activity 1000 – Provision of emergency shelters

Activity 1000 – Provision of emergency shelters

Expected Output #1 – Improved access to temporary shelter for 60,000 affected families (300,000

people).

Narrative Description & Strategy

Ensure that up to 60,000 displaced families (300,000 people) have access to healthy and safe

emergency shelter that has adequate covered living space to allow for essential household and

livelihood activities (i.e. sleeping, washing, dressing; caring for infants, children and the ill or

infirm; storage of food and water; cooking and eating) to be carried out. Shelter kits will be

distributed that will include materials that are familiar to the disaster-affected population and

procured locally and regionally where possible. All members of each affected household will be

involved in determining the amount of covered living space to meet minimum standards (of 3.5m2

per person) and the forms of shelter construction, including the type of materials needed and the

design, to maximize ventilation and minimize entry of direct sunlight.

Sub-activities

1010 - Settlement Planning – Consultations with local authorities and displaced families to agree

on locations for temporary emergency shelters through identifying land and property

ownership/rights, ensuring safe accessibility to settlement locations that are within easy

access to essential services (i.e. healthcare, water and sanitary facilities, cooking facilities,

schools, etc.) and to receive relief supplies as well as ensuring sufficient surface area for

covered living space (3.5m2 per person).

1020 - Registration System – Develop a beneficiary targeting strategy through consultations with

local authorities and affected populations to assess families that are in most need of

emergency shelters, with particular attention to female and child-headed households.

Develop a registration system to enable efficiency for shelter distribution.


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1030 - Warehousing – Find and set up warehouses using local contacts and resources available to

build on local capacities.

1040 - Procurement – Procure supplies from international and local sources where possible. Hire

daily local workers to aid in transporting shelter supplies to designated warehouses to build

local livelihood opportunities.

1050 - Assembling Shelter Kits – Hire daily local workers to aid in assembling shelter kits to

include tarpaulin enough for 5 members per household with 3.5m2 per person, timber poles,

rope, shovel and tools, and simple instructions on shelter construction to encourage self-

reliance and initiatives.

1060 – Transportation to Sites – Rent transport vehicles and hire local drivers to transport shelter

kits from warehouses to distribution sites located near camp settlements.

1070 - Distribution – Distribute shelter supplies and control supply movements by prioritizing

needs of women and child-headed households and hiring local security guards to provide

safe and equitable access during distribution.

1080 - Ongoing Technical Assistance & Shelter Management – Provide technical assistance to

emergency shelter responses and for ongoing repairs and maintenance of temporary shelters.

1090 - Monitoring and Evaluation – Monitor and evaluate emergency shelter structures in all

settlement camps to ensure their performance remain adequate for at least 6 months.

1100 - Transition Strategy – Consult with local authorities and displaced families to develop

preferred transition and long-term shelter strategies to be included in a new project proposal

for long-term shelter solutions.

Expected Issues, Risks and Considerations

Shelter materials are not meant for long-term use and may need some repair if used longer than

expected.

Climatic conditions may pose risks to shelter structures including flooding, hurricanes, and

landslides.

Sustained minimum covered living space may increase vector risks.

Civil unrest and gender based violence may cause instability and insecurity within and around

settlement camps.

Land tenure issues and hostility from host communities may arise due to sustained self-settled

camps.

The insecure, unsettled working conditions and lack of infrastructure will be a constant

challenge for all staff and workers.

Approval from local authorities and Haitian government to receive and use supplies and

equipment will be slow due to diminished government capacities.

Coordination with other relevant clusters for camp management and distribution may be a

challenge and slow.

Key Inputs Required

Shelter kits for 60,000 families including tarpaulin, timber poles, rope, shovel and tool kit

10 transport vehicles and drivers

22 expat staff and 50 national staff to implement emergency shelter distributions

100 local daily workers to maintain security and aid in warehousing, assembling, transporting,

distributing shelter kits, and shelter management


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3.3.2. Activity 2000 - Provision of Non-Food Items

Activity 2000 – Provision of Non-Food Items

Expected Output #1 – Improved access to non-food items including mosquito nets and bedding

for up to 300,000 people (60,000 households)

Narrative Description & Strategy

Up to 300,000 people (60,000 HH) will have benefited from the distribution of non-food items

including mosquito nets and bedding. Mosquito nets will contribute to preventing the spread of

mosquito-transmitted diseases such as malaria. Bedding will provide adequate comfort for families

and can provide separation and privacy between different sexes within a household. Mosquito nets

and bedding will be procured locally and regionally where possible to build on local/regional

capacities. Affected households will be consulted and involved in the monitoring and evaluation

process to assess the effectiveness of the NFIs to determine when replenishment is needed.

Sub-activities

2010 - Registration System – Develop a beneficiary targeting strategy through consultations with

local authorities and affected populations to assess families that are in most need of NFIs,

with particular attention to female and child-headed households. Develop a registration

system to enable efficiency for NFI distribution.

2020 - Warehousing – Find and set up warehouses using local contacts and resources available to

build on local capacities.

2030 - Procurement – Procure NFIs from international and local sources where possible. Hire

daily local workers to aid in transporting NFIs to designated warehouses to build local

livelihood opportunities.

2040 - Assembling NFI Kits – Hire daily local workers to assemble NFI kits to include two

mosquito nets and two sets of bedding per household.

2050 - Transportation to Sites – Rent transport vehicles and hire local drivers to transport NFI

kits from warehouses to distribution sites located near camp settlements.

2060 - Distribution – Distribute NFIs and control supply movements by prioritizing needs of

women and child-headed households and hiring local security guards to provide safe and

equitable access during distribution.

2070 - Monitoring & Evaluation – Monitor and evaluate the use of relief items and activities to

replenish NFI supplies as needed.

2080 - Transition Strategy – Consult with local authorities and displaced families to assess new

NFI needs to be addressed in a new project proposal for additional NFIs.

Expected Issues, Risks and Considerations

The insecure, unsettled working conditions and lack of infrastructure will be a constant

challenge for all staff and workers.

Approval from local authorities and Haitian government to receive and use supplies and

equipment will be slow due to diminished government capacities.

Coordination with other relevant clusters for camp management and distribution may be a

challenge and slow.

Theft of NFIs may cause instability and insecurity within and around settlement camps.

Key Inputs Required

Mosquito nets and bedding for 60,000 families

10 transport vehicles and drivers

22 expat staff and 50 national staff to implement NFI distributions


Oxfam Quebec


100 local daily workers to maintain security and aid in warehousing, assembling,

transporting, distributing NFI kits

3.4. Assumptions and Risk Mitigation Strategy

Hurricanes

Haiti is located in the Caribbean and thus at substantial risk of being hit or brushed by a Hurricane or

Tropical Storm. Hurricane season in the Atlantic (Caribbean) starts on June 1st, therefore,

overlapping with Oxfam’s planned shelters life (6 months). Since Hurricane season is still months

away, Oxfam will coordinate with the UN and Haitian government to create new hurricane emergency

shelters, and hurricane resistant transitional housing. However, Oxfam will also be preparing for a

disaster within a disaster by stockpiling extra resources should this situation arise. Technological

advances means that Oxfam will have about 7-10 days notice and time to prepare for evacuation

should a significant storm approach.4

Floods

Flooding is a major concern for Oxfam’s shelters. Oxfam was able to send in an assessment team into

Haiti three days following the earthquake. The assessment team was able to coordinate with Haitian

officials to scout potential shelter sites. This allowed Oxfam to determine which sites are prone to

flooding, what the drainage situation is like and plan escape routes in case the shelter needs to

evacuate on short notice (due to flash floods). Following emergency shelter construction, Oxfam can

continue to mitigate the flood risk by coordinating with CCCM cluster to create new drainage ditches

surrounding the site.

Landslides

Oxfam’s assessment team was able to coordinate with local Haitian officials to scout locations that

will be at a lower risk to landslides. Oxfam will make sure that evacuation routes are well displayed

around the shelters, and if possible will try have as much advanced warning as possible to begin

evacuations immediately. Oxfam will coordinate with other clusters and NGOs so that if a landslide

does occur, search and rescue missions can begin right after the disaster.

Infrastructure

Local roads have been destroyed and are currently impassible due to debris blocking them. Oxfam has

therefore scouted sites that are in close proximity to transport hubs and Oxfam warehouses. Oxfam

will strategically choose distribution site locations where there are accessible roads to handle

substantial vehicle traffic and heavy trucks to transport supplies. Due to ports and airports being

inaccessible, Oxfam has contacted the Canadian and American militaries to coordinate sharing of

resources and equipment such as ships and cranes to transport international supplies.

Land Tenure Issues

Oxfam will coordinate with the Haitian government to make sure that Oxfam builds its emergency

shelters on government property where possible. If government land is unsuitable or unavailable,

Oxfam will negotiate with land owners to work out temporary agreements for placing settlement

camps.

4 Charles, Jacqueline. "Haiti Unprepared for Hurricanes." Institute for Justice and Democracy in Haiti. McClatchy

Newspapers, n.d. Web. 18 Mar. 2014. <http://www.ijdh.org/2010/06/topics/housing/haiti-unprepared-for-

hurricanes/#.Uy0R5NyRPwI>.


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Civil Unrest

Delays resulting from civil unrest could further exacerbate the after effects of the disaster and

Oxfam’s capacity to distribute aid. Should the atmosphere in Haiti turn violent due to lack of food,

water, shelter, Oxfam is preparing to have a contingency plan and a crisis management team for their

Rapid Response team in Haiti. Oxfam will also coordinate with the UN and Haitian government for

further direction and the Canadian and American militaries for protection.

Diseases

Oxfam will coordinate with WVI in providing access to health services and IFRC for WASH

programs through choosing adequate shelter site locations. Having adequate WASH programs will

diminish the risk of diseases due to poor water quality, inadequate sanitation and poor hygiene. Each

shelter will also maximize ventilation, this will lower the risk of spreading diseases between the IDP.

3.4.1. Security Management Strategy

Shelters

Oxfam will employ security guards for the shelters and will make sure that their employees are clearly

visible to the public to deter crime and provide security. Oxfam will also impose the settlement camps

be a weapon-free zone. Oxfam will develop a contingency plan for their staff and beneficiaries in

coordination with the Haitian government and the Canadian and American militaries should the

situation in the shelters turn violent.

Warehouses and Transport

Oxfam has contacts in Haiti to rent warehouses and hire local security guards to watch over them,

with emphasis during nighttime. Only the supervising security guard and Petionville Team Leader

will have a key to access the warehouse. This will reduce the risk to the supplies that Oxfam will have

stored. After each shipment, the Logistics Manager will report to the Petionville Team Leader when

all supplies have arrived. All drivers and trucks leaving the warehouses will be quickly searched to

ensure that the supplies leaving the warehouse have been approved for transportation and distribution

to reduce risks of theft and corruption.

Distribution

Crowd control will be administered by hired security guards under the direction of the Logistics

Manager and Settlement Camp Coordinators. If crowds become too unruly Oxfam will halt the

distribution of supplies until they can restore stability to the situation before re-distributing supplies.

Crisis Management Team

The Petionville Team Leader will update all of its staff regularly about Oxfam’s policies on

contingency and evacuation plans in case a crisis unfolds. The risk of hostage-taking and personal

injury is low; however, should these events occur, the Rapid Response Team will coordinate with the

Crisis Management Team at Head Office and contact local authorities, the Canadian embassy and the

respective families to coordinate a plan of action. In case of civil unrest, hurricanes and other

unforeseen circumstances Oxfam’s Crisis Management Team will coordinate with the Canadian and

American militaries to have our staff safely evacuated either by air or by sea. In all cases of

evacuation, we will have our staff brought to the Dominican Republic or Miami, Florida depending

on the severity of the situation. Once the staff are there, Oxfam will monitor the situation and bring

the staff back as soon as the situation becomes stabilized to continue delivering relief assistance.


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3.5. Project Management

Oxfam’s Rapid Response team managing the disaster response in Petionville, Haiti consists of 22

expats and 50 national staff. The Management Team consists of one Country Director, one Team

Leader for Petionville and 10 Settlement Camp Coordinators who are all expat staff. In addition, 100

security personnel and daily workers will be hired as national staff to provide security within the

settlement camps as well as to aid with warehousing, transporting and distributing relief supplies.

Within the Operations Team, there are 50 national field operation staff and 2 Shelter & NFI technical

experts. The Support Team consists of one Logistics Manager responsible managing the procurement

and distribution of shelter and NFI kits, one Human Resources Manager to hire and manage daily

workers, one Communications Manager to coordinate with Head Office, other clusters and NGOs, as

well as a Finance Manager to ensure Oxfam stays within budget. In the Program Team, we have a

Design, Monitoring and Evaluation Officer as well as an Accountability Officer to ensure that

Oxfam’s objectives and indicators are being met in accordance with priorities set by the beneficiaries

and local authorities. There is also one Government Liaison Officer on the Liaison Team responsible

for meeting with government officials, and a Media Liaison Officer responsible for reporting to the

media and advocating on Oxfam’s projects being undertaken in Haiti.

3.6. Public Engagement and Benefits to Canada

Oxfam’s liaison team will communicate and provide information for government officials and the

general public on their work on the ground in Haiti. This will build awareness and garner support

among Canadians through learning about the effects of such a large earthquake and the progress that

Oxfam is undertaking to respond to this emergency situation. Canadians can also learn more about

disaster management on how to reduce vulnerabilities to prepare for disaster events. In addition,

providing relief assistance to Haiti will increase positive relations with the Haitian government and

increase Canada’s prominence on the world stage on its capacity to respond to global humanitarian

disasters quickly and efficiently.

4. CROSS-CUTTING THEMES AND PRINCIPLES

4.1. Gender

Oxfam recognizes that women, girls, boys and men all have very different needs, interests and

vulnerabilities. Vulnerable groups such as women, children, people with disabilities and the elderly

can be taken advantage of and stigmatized. Oxfam will target and ensure that perspectives from these

vulnerable groups are included in the consultation and decision making processes as well as

implementing a system for people to submit complaints and issues that arise. This will allow the

participation of women and other vulnerable groups to set humanitarian priorities and ensure their

access to humanitarian goods. Through Oxfam’s registration system and M&E plan of regular camp

check-ups, they will be able to collect sex and age disaggregated data and monitor whether these

vulnerable groups are receiving adequate humanitarian assistance.

Oxfam will also be vigilant among its staff to detect any issues regarding gender based violence such

as forced prostitution, rape and domestic violence. Furthermore, while developing the beneficiary

targeting strategy and the registration system, Oxfam will allow female and child-headed households


Oxfam Quebec


priority access during distribution times and have security guards to ensure safety and equitable access

for these vulnerable groups. Distribution sites will also be placed in easily accessible areas near

settlement camps. In addition, Oxfam will have a cash-for-work program to increase livelihood

opportunities where they will hire men and women as daily workers to help with security as well as

procuring, warehousing, transporting, and distributing relief supplies.

4.2. Participation of Beneficiaries

The key stakeholders of the project are internally displaced persons who have been affected by the

earthquake. The particular vulnerable and minority groups are women, children, elderly people and

those suffering from disabilities.

The affected population will be informed and consulted with in the beginning stages and throughout

the project phase to determine their changing needs and preferences for the design and

implementation of Oxfam’s response plans for emergency shelter and NFIs. Skills training

programmes and apprenticeship schemes through hiring daily workers can maximise opportunities for

participation during shelter construction, particularly for individuals lacking the required building

skills or experience. Women of all ages will also be encouraged to participate in shelter and

construction-related activities and training. Contributions from those less able to undertake physical

tasks or those without specialist technical expertise can participate in site monitoring and inventory

control, the provision of childcare, temporary accommodation or the preparation of food for those

engaged in construction works and administrative support. Beneficiary participation is also crucial in

to Oxfam’s monitoring and evaluation plan where Ops team members and leaders will perform

weekly check-ups to observe and listen to affected families on their needs, their progress and any

issues that may arise. This will allow direct beneficiaries to be involved in the planning,

implementation, and monitoring and evaluation phases of the response.

4.3. Local Delivery Partnerships and Capacity Building

Oxfam will not be able to harness complete use the indigenous systems and services of Haiti, since

the earthquake has significantly affected the capacity of the national and municipal governments.

Since many NGO offices in Haiti were destroyed and many Haitian employees died or lost family

members in the disaster, the capacities of these agencies are severely diminished. Oxfam will

coordinate with the Haitian government, local officials, and the military of the United States and

Canada. Oxfam will also coordinate with other agencies already on the ground including IFRC

(WASH), WVI (Health), Save the Children (Children) and Concern (CCCM). Coordination with all

these agencies will enable Oxfam to create liveable conditions for the IDPs in Petionville where they

are able to receive essential relief services.

4.4. Convergence and Coordination

Haitian Government

Oxfam will coordinate and consult with the Haitian government and local authorities to support local

capacities and help organize the emergency response and distribution of relief supplies. This will

include settlement planning to determine appropriate, accessible site locations and spacing of

emergency shelters as well as logistics coordination to procure and distribute existing shelter supplies

and NFIs already available in the country and those arriving from international sources.


Oxfam Quebec


Cluster System

As part of the Shelter and NFI cluster, Oxfam will have a designated liaison member to attend all

cluster and inter-cluster meetings regularly to obtain and share important information about the work

and progress of UN agencies and other international and local NGOs providing relief assistance. This

will enable better coordination with the UN and other NGOs to prevent duplication of efforts and

address gaps in relief responses and unmet needs by using standardized reporting formats and

working from shared baseline information. In particular, Oxfam will coordinate with the Camp

Coordination and Camp Management cluster to ensure the proper planning and management of

settlement camps as well as the Food Security cluster to ensure complementing distribution systems,

and WASH and Health clusters to ensure equitable access to essential relief services.

4.5. Sustainability

Oxfam IDP shelters will be sustainable for a short period of time following the disaster, however, they

are not meant to be a suitable replacement for permanent residency. Oxfam realizes that the shelters

may be used for a period of time over 3-6 months; therefore, Oxfam will also provide basic tools that

will allow for the occupants to administer basic maintenance as required. Oxfam will try to procure

shelter items locally and regionally where possible such as timber poles and simple tools. This will

create an ideal situation in supporting the local economy and having necessary replacements nearby.

During the shelters existence, Oxfam will coordinate with other agencies to ensure that the transition

from temporary shelter to more permanent shelter structures will be as smooth as possible for affected

families.

4.6. Environment

Due to the poor construction standards and local soil conditions, many houses, schools and larger

buildings collapsed, resulting in huge collections of debris. All of this damage and destruction has

resulted in an estimated 19 million cubic metres of rubble and debris that must be removed in order

for reconstruction to take place. Timely action in the removal of rubble should be prioritized and

coordinated among clusters so as to minimize the negative, adverse effects it could have on the

environment.

In addition, sickness and disease outbreaks can spread due to people living in close quarters to each

other in settlement camps. Appropriate measures should be taken to ensure that families have

adequate covered living space to reduce vector risks. Coordination with Health and WASH sectors

will be necessary to ensure proper medical attention and WASH needs are met to prevent diseases

from spreading.

Moreover, other natural disaster risks play a huge factor in the management of Oxfam’s project

activities. The landscape may be destroyed as fires can spread due to gas pipe explosions, damaging

areas of woodland. There are also risks of landslides and hurricanes from occurring that may cause

flooding. These factors need to be considered before and during settlement planning and

implementation.

Environmental planning sustainability will be a major priority post-earthquake. There is an immediate

need for emergency temporary shelter, and Oxfam’s objectives related to the environment are:


Oxfam Quebec


a) To reduce the immediate well-being risks associated with the environmental impacts of the

disaster.

b) To manage the damaged infrastructure in a safe and environmentally sound manner.

c) To identify and rectify secondary disaster risks as well as longer term recovery needs such as

the appropriate removal and cleanup of temporary shelter.

d) To make sure that negative environmental impacts do not develop during the relief and recovery

operations.

Strategy and Proposed Activities

Oxfam proposes to consult with the other sectors such as WASH and CCCM in order to consider the

environmental impacts it will have on the region. In regards to the waste management and damaged

infrastructure, an assessment of immediate human and equipment needs will be undertaken,

particularly focusing on the quantity and character of rubble that could result in a possible damage to

the port and main industrial facilities, affecting the procurement of relief supplies. In the short-term,

an environmental review of the proposed relief and recovery programmes will also be conducted. A

post-earthquake needs assessment will also be carried out, to identify the medium and long-term

needs for an environmentally-sound post-disaster recovery, as well as forward-looking Disaster Risk

Reduction (DDR).

The expected outcomes from this initiative are:

To preserve the life, health and safety of the affected population

Generate effective management of damaged infrastructure and rubble quantities

Reduce secondary disaster risks and avoid unintended negative impacts from aid activities

Ensure a sustainable recovery for the affected population

5. MONITORING AND REPORTING

5.1. Performance Measurement Plan

Oxfam’s Design, Monitoring and Evaluation Officer will oversee Oxfam’s Monitoring and Evaluation

activities and ensure that their project indicators (as seen in Appendix II) will be met. Oxfam will

develop records for registering IDPs by households and record when shelter and NFI kits are

distributed to registrants. Petionville’s Team Leader will post weekly totals on a simple cumulative

record sheet and post it at the Project Coordination Office to track their progress and reach each week.

In addition, Oxfam’s Settlement Camp Coordinators will perform weekly check-ups of at least 150

shelters per week in their designated settlement camp to observe and determine that at least 75% of

them perform adequately for a minimum of 3 months with minimal repairs until new shelter kits are

needed. They will also try to gage and determine their sense of security and to listen to any complaints

affected families may have. They will log their findings and data and report to the Design, Monitoring

and Evaluation Officer on a bi-weekly basis who will post a brief monthly summary sheet in the

Project Coordination office on beneficiary satisfaction. Lastly, Oxfam’s Communication Officer will

attend inter-cluster meetings regularly to obtain information from Petionville’s Health Cluster Leader

(WVI) regarding any new cases of mosquito-transmitted diseases (e.g. malaria).


Oxfam Quebec


6. FINANCIAL INFORMATION

6.1. Projected Expenditures

Line Items

Personnel

Supplies

Transportation & Travel

Training

Other Direct Costs

Capital Expenditures

Field Administration Support Fee

Canadian Administration Fee

TOTAL

$ CAD

480,000.00

1.560,000.00

47,000.00

5,000.00

20,000.00

7,500.00

45,000.00

45,500.00

_______________

2,210,000.00

6.2. Sources of Income

Funded by CIDA/IHA

Funded by World Vision Canada

TOTAL

$ CAD

2,000,000.00

210,000.00

_______________

2,210,000.00

APPENDIX I – Performance Framework

Project Title: Emergency Shelter and NFI Provision to Earthquake Affected Regions in Haiti

Project Goal: To improve and maintain health and physical security of earthquake-affected families in

Petionville, Haiti

Reach – 300,000 IDPs, 148,000 Male & 152,000 Female

Resources – $2,000,000 CIDA, $210,000 OXFAM

Planned Activities and Expected Results Over a 6-month period commencing January 27, 2010

Activities Beneficiaries Outputs Outcomes Impact

1000 – Provision

of emergency

shelter

2000 – Provision

of non-food items

300,000

displaced

people (60,000

families) in

Petionville

1. Increased access to

adequate emergency

shelters

2. Increased access to

non-food items

including mosquito

nets and bedding

Physical security

and health of

300,000 displaced

people in

Petionville

improved.

Basic human

needs of

earthquake-

affected

communities in

Haiti are met.


Oxfam Quebec


APPENDIX II – Performance Measurement Plan

Indicators Data Source Data Collection Method Responsibility

Expected Outcome #1 – Physical security and health of 300,000 displaced people in Petionville improved.

1. 60,000 affected households

are adequately sheltered from

weather conditions for at least

6 months.

Monitoring and

Evaluation

(M&E) and

Ops Teams

Oxfam’s Settlement Camp Coordinators will perform weekly check-ups of at least 150 shelters

in each camp per week in their designated settlement camp to observe and determine their

performance and durability. They will log the number of shelters in good condition and those

that need repair, reporting to the Design, Monitoring and Evaluation Officer on a bi-weekly basis

who will post a brief monthly summary sheet in the Project Coordination office.

Oxfam - Design,

M&E Officer and

Settlement Camp

Coordinators

2. 80% of IDPs in settlement

camps feel an increase in the

level of physical security for

at least 6 months.

M&E and Ops

Teams

Oxfam’s Settlement Camp Coordinators will perform weekly check-ups of at least 150 families

in each camp per week in their designated settlement camp to determine their sense of security

and listen to complaints. They will log the number of families feeling secure and insecure and

any specific complaints that need to be addressed, reporting to the Design, Monitoring and

Evaluation Officer on a bi-weekly basis who will post a brief monthly summary sheet in the

Project Coordination office.

Oxfam - Design,

M&E Officer and

Settlement Camp

Coordinators

3. 50% decrease in number of

new cases of mosquito-

transmitted diseases (e.g.

malaria) for at least 6 months.

Mobile health

clinic records

Coordination with Health Cluster Leader at inter-cluster meetings to obtain information on

number of new cases of mosquito-transmitted diseases.

World Vision

International

Expected Output #1 – Increased access to adequate emergency shelters 1. 60,000 displaced families are

provided with temporary

shelter kits enough to cover an

initial minimum covered floor

area of 3.5m2 per person.

Oxfam

Registration

System

Oxfam will develop records for registering IDPs by households and record when shelter kits are

distributed to registrants. Petionville Team Leader will post weekly totals on a simple cumulative

record sheet posted at the Project Coordination Office.

Oxfam -

Petionville Team

Leader

2. 75% of emergency shelter

provided perform for a

minimum of 3 months with

minimal repairs needed until

new shelter kit is needed.

M&E and Ops

Teams

Oxfam’s Settlement Camp Coordinators will perform weekly check-ups of at least 150 shelters

in each camp per week in their designated settlement camp to determine their performance and

durability. They will log the number of shelters in good condition and those that need repair,

reporting to the Design, Monitoring and Evaluation Officer on a bi-weekly basis who will post a

brief monthly summary sheet in the Project Coordination office.

Oxfam - Design,

M&E Officer and

Settlement Camp

Coordinators

Expected Output #2 – Increased access to non-food items (mosquito nets and bedding) 1. 60,000 affected families are

provided with 2 sets of

bedding and 2 mosquito nets

per family that last for at least

6 months.

Oxfam

Registration

System

Oxfam will develop records for registering IDPs by households and record when NFI kits are

distributed to registrants. Petionville Team Leader will post weekly totals on a simple cumulative

record sheet posted at the Project Coordination Office.

Oxfam -

Petionville Team

Leader


Oxfam Quebec


BIBLIOGRAPHY

Charles, Jacqueline. “Haiti Unprepared for Hurricanes.” Institute for Justice and Democracy in Haiti.

McClatchy Newspapers, n.d. Web. 18 Mar. 2014.

<http://www.ijdh.org/2010/06/topics/housing/haiti-unprepared-for-

hurricanes/#.Uy0R5NyRPwI>.

Project, The Sphere. Humanitarian Charter and Minimum Standards in Humanitarian Response.

Rugby: Practical Action Publishing, 2011.

United Nations. UNOCHA. Haiti Earthquake Flash Appeal. New York: 2010. Web.

Oxfam petionville shelter & nfi proposal

Government & Nonprofit

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